Engineers without Borders IN INTRODUCTION Liban Normann Holm - - PowerPoint PPT Presentation

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Engineers without Borders IN INTRODUCTION Liban Normann Holm - - PowerPoint PPT Presentation

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Engineers without Borders IN INTRODUCTION Liban Normann Holm Assistant Professor at University College Copenhagen Previously Deputy Global Safety Adviser with the Danish Refugee Council Have also worked with DanChurchAid, the UN World Food

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Engineers without Borders

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IN INTRODUCTION

Liban Normann Holm Assistant Professor at University College Copenhagen Previously Deputy Global Safety Adviser with the Danish Refugee Council Have also worked with DanChurchAid, the UN World Food Programme and the UN Mine Action Service

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Why are we conducting this training?

To inform on and discuss Best Practice for Security Risk Management

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HOW?

1 hr presentation 45 minutes QA

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DAY 1

  • Duty of Care
  • Pre-assessment
  • Assessment (1)
  • Decide (2)

DAY 2

  • Plan (3)
  • Act (4)
  • Crisis Management
  • Evacuation
  • Security Management Plan
  • Training & briefs

OVERVIEW

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Security is always seen as too much, until the day it’s not enough

“ “

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”CAN I GO TO DADAAB?”

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Two main aspects of f Duty Duty of Care

Legal Moral

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Duty Duty of Care

Duty of Care is a shared responsibility between sending & hosting organisation and the volunteer Define who is part of your Duty of Care

  • Management control and oversigt
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  • 5. februar 2018

“The question isn’t whether an organisation can afford to implement duty of care it’s whether they can afford not to”

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WHAT IS IS THE ROLE OF THE SECURITY OFFICER?

The individual staff member The

  • rganisation
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Has the world become more dangerous for aid workers in the last 20 years?

Please type yes or no According to the Norwegian Peace Institute the world is just as dangerous to aid workers today as 20 years ago

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COGNITIVE BIA IAS

Mental short-cuts It defines how we as human beings see the world It impacts our ability to do Security Risk Assessments

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The availability heuristic

What happens in the world

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The availability heuristic

News coverage What happens in the world

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A risk assessment is what you know and often what you fear

– the trick is to know which is which

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Risk Assessment

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The danger of mixing up causality and correlation

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Drowning deaths Consumption of ice-cream

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How to do a Security Risk Assessment?

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5 AGENDA ALTERNATIVES

Click on photo icons to insert pictures

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  • 5. oktober 2017

SYSTEMATIC APPROACH TO SECURITY

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ASSESS

CONTEXT

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Elements to include in the context xt assessment

Political situation Judicial system Health services Police/security Fire-fighting & emergency services Demography (Clan/tribes/social groups etc.) Infrastructure/power/water/sanitation Natural hazards (weather, earth quakes, land slides etc) Etc.

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ASSESS

CONTEXT PROGRAMME

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Ele lements to in include in in the programme assessment

Programme criticality (priority) Where you get the funding from Number of staff Major assets Activities Main recepients Office location(s) Etc.

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Where to seek information

Police, local authorities Other organisations (UN, NGOs, CSOs etc) Staff Local population Ministry of foreign affairs, Insurance companies…. EISF.eu for great and free resources on all security related. Their Security to Go, Crisis Management, How to handle families etc are excellent resources.

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ASSESS

Copenhagen LGTB rights

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ASSESS

Moscow LGTB rights

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ASSESS

CONTEXT PROGRAMME THREAT ASSESSMENT

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ASSESS

CONTEXT PROGRAMME THREAT ASSESSMENT RISK ANALYS

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SLIDE 36 5 – VERY HIGH The threat is imminent or actively occurring. Staff exposed on a daily basis. Intent and capability exist to directly target DRC. LOW MEDIUM HIGH VERY HIGH UNACCEPTABLE 4 – HIGH Very high probability of
  • ccurring. Weekly exposure.
Intent and capability are evident to a significant extent for direct targeting. LOW MEDIUM HIGH HIGH VERY HIGH 3 – MEDIUM Elevated probability of an incident of occurring. Monthly exposure. Some indications VERY LOW LOW MEDIUM HIGH HIGH 2 – LOW There is more chance that it will not occur. Few indications of intent and/or capability exist for direct targeting. VERY LOW LOW LOW MEDIUM MEDIUM 1 – VERY LOW Unlikely to occur. No indications of intent and/or capability are evident. NEGLIGIBLE VERY LOW VERY LOW LOW LOW LIKELIHOOD 1 – VERY LOW No injuries; no loss or damage to assets; no delays to programs; and/or no damage to reputation. 2 – LOW Minor injuries; some loss or damage to assets; minor delays to programs; and/or field-level damage to reputation. 3 – MEDIUM Non-life threatening injury; high stress; loss/ damage to assets; some program delays; country reputation damage. 4 – HIGH Serious injury; and/or major loss or destruction of assets; and/or severe program disruption; and/or regional reputation damage. 5 – VERY HIGH Death or disability; and/or complete loss
  • f assets; and/or loss
  • f programs; and/or
global reputation damage. IMPACT

Car accident

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SLIDE 37 5 – VERY HIGH The threat is imminent or actively occurring. Staff exposed on a daily basis. Intent and capability exist to directly target DRC. LOW MEDIUM HIGH VERY HIGH UNACCEPTABLE 4 – HIGH Very high probability of
  • ccurring. Weekly exposure.
Intent and capability are evident to a significant extent for direct targeting. LOW MEDIUM HIGH HIGH VERY HIGH 3 – MEDIUM Elevated probability of an incident of occurring. Monthly exposure. Some indications VERY LOW LOW MEDIUM HIGH HIGH 2 – LOW There is more chance that it will not occur. Few indications of intent and/or capability exist for direct targeting. VERY LOW LOW LOW MEDIUM MEDIUM 1 – VERY LOW Unlikely to occur. No indications of intent and/or capability are evident. NEGLIGIBLE VERY LOW VERY LOW LOW LOW LIKELIHOOD 1 – VERY LOW No injuries; no loss or damage to assets; no delays to programs; and/or no damage to reputation. 2 – LOW Minor injuries; some loss or damage to assets; minor delays to programs; and/or field-level damage to reputation. 3 – MEDIUM Non-life threatening injury; high stress; loss/ damage to assets; some program delays; country reputation damage. 4 – HIGH Serious injury; and/or major loss or destruction of assets; and/or severe program disruption; and/or regional reputation damage. 5 – VERY HIGH Death or disability; and/or complete loss
  • f assets; and/or loss
  • f programs; and/or
global reputation damage. IMPACT

STANDARD OPERATING PROCEDURES

Car accident

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SLIDE 38 5 – VERY HIGH The threat is imminent or actively occurring. Staff exposed on a daily basis. Intent and capability exist to directly target DRC. LOW MEDIUM HIGH VERY HIGH UNACCEPTABLE 4 – HIGH Very high probability of
  • ccurring. Weekly exposure.
Intent and capability are evident to a significant extent for direct targeting. LOW MEDIUM HIGH HIGH VERY HIGH 3 – MEDIUM Elevated probability of an incident of occurring. Monthly exposure. Some indications VERY LOW LOW MEDIUM HIGH HIGH 2 – LOW There is more chance that it will not occur. Few indications of intent and/or capability exist for direct targeting. VERY LOW LOW LOW MEDIUM MEDIUM 1 – VERY LOW Unlikely to occur. No indications of intent and/or capability are evident. NEGLIGIBLE VERY LOW VERY LOW LOW LOW LIKELIHOOD 1 – VERY LOW No injuries; no loss or damage to assets; no delays to programs; and/or no damage to reputation. 2 – LOW Minor injuries; some loss or damage to assets; minor delays to programs; and/or field-level damage to reputation. 3 – MEDIUM Non-life threatening injury; high stress; loss/ damage to assets; some program delays; country reputation damage. 4 – HIGH Serious injury; and/or major loss or destruction of assets; and/or severe program disruption; and/or regional reputation damage. 5 – VERY HIGH Death or disability; and/or complete loss
  • f assets; and/or loss
  • f programs; and/or
global reputation damage. IMPACT

CONTINGENCY PLANS

Car accident

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Threats to deal with

Ebola Fraud Sexual assault Car accidents Robbery Earth quakes Etc.

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Risk = threats (external) x vulnerability (internal)

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Threats Vulnerability Risk Landmines Staff/volunteers are daily going into new areas Death/severe injury Fraud Judicial system is weak Programmes will close Car accidents Robberies Ebola Earth quakes Sexual assault

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DECIDE

Threshold

  • f

acceptable risk Below Above Control risk Share risk Avoid risk

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Acceptance Deterrence Protection

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Acceptance Deterrence Protection

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DECIDE

Threshold

  • f

acceptable risk Below Above Accept risk Control risk Share risk Avoid risk

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animation” under –

”DO OR DO NOT – THERE IS NO TRY”

Mission Criticality Impact if Suspended Types of Intervention Life-Saving People will suffer and lives will be lost Food, WASH, Demining, Shelter Restoration & Development of Livelihoods Loss of livelihoods, dignity, and other rights Livelihoods, Protection, MRE, Education Organization or Institutional Change Lost opportunities to improve

  • ne’s situation

Advocacy, Capacity Development, Community Safety

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Risk threshold guidelines

How many incidents can you deal with at any given time? How many critical incidents can you deal with at any given time? Do you have a trained and functional Crisis Management Team? Are your staff/volunteers trained (security/safety, first aid etc)? What is the programme criticality?

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”DID HE GO TO DADAAB?”

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SECURITY RIS ISK MANAGEMENT II II

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RE-CAP, DAY 1

Duty of Care Pre-assessment Security Risk Management System Assessment (1) Decide (2)

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OVERVIEW; DAY 2

Plan (3); Standard Operating Procedures & Contingency Plans Act (4) Crisis Management Evacuation Security Management Plan Training & briefs

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PLAN

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PLAN

MOSS

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PLAN

MOSS Contingency Plans

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Contingency Plans

Hibernation Relocation Evacuation Medical Evacuation Others

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PLAN

MOSS Contingency Plans SOPs

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Standard Operating Procedures

Travel Guards Vehicle inspection Access control (temperature for instance) Others?

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SLIDE 63 5 – VERY HIGH The threat is imminent or actively occurring. Staff exposed on a daily basis. Intent and capability exist to directly target DRC. LOW MEDIUM HIGH VERY HIGH UNACCEPTABLE 4 – HIGH Very high probability of
  • ccurring. Weekly exposure.
Intent and capability are evident to a significant extent for direct targeting. LOW MEDIUM HIGH HIGH VERY HIGH 3 – MEDIUM Elevated probability of an incident of occurring. Monthly exposure. Some indications VERY LOW LOW MEDIUM HIGH HIGH 2 – LOW There is more chance that it will not occur. Few indications of intent and/or capability exist for direct targeting. VERY LOW LOW LOW MEDIUM MEDIUM 1 – VERY LOW Unlikely to occur. No indications of intent and/or capability are evident. NEGLIGIBLE VERY LOW VERY LOW LOW LOW LIKELIHOOD 1 – VERY LOW No injuries; no loss or damage to assets; no delays to programs; and/or no damage to reputation. 2 – LOW Minor injuries; some loss or damage to assets; minor delays to programs; and/or field-level damage to reputation. 3 – MEDIUM Non-life threatening injury; high stress; loss/ damage to assets; some program delays; country reputation damage. 4 – HIGH Serious injury; and/or major loss or destruction of assets; and/or severe program disruption; and/or regional reputation damage. 5 – VERY HIGH Death or disability; and/or complete loss
  • f assets; and/or loss
  • f programs; and/or
global reputation damage. IMPACT

Car accident

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SLIDE 64 5 – VERY HIGH The threat is imminent or actively occurring. Staff exposed on a daily basis. Intent and capability exist to directly target DRC. LOW MEDIUM HIGH VERY HIGH UNACCEPTABLE 4 – HIGH Very high probability of
  • ccurring. Weekly exposure.
Intent and capability are evident to a significant extent for direct targeting. LOW MEDIUM HIGH HIGH VERY HIGH 3 – MEDIUM Elevated probability of an incident of occurring. Monthly exposure. Some indications VERY LOW LOW MEDIUM HIGH HIGH 2 – LOW There is more chance that it will not occur. Few indications of intent and/or capability exist for direct targeting. VERY LOW LOW LOW MEDIUM MEDIUM 1 – VERY LOW Unlikely to occur. No indications of intent and/or capability are evident. NEGLIGIBLE VERY LOW VERY LOW LOW LOW LIKELIHOOD 1 – VERY LOW No injuries; no loss or damage to assets; no delays to programs; and/or no damage to reputation. 2 – LOW Minor injuries; some loss or damage to assets; minor delays to programs; and/or field-level damage to reputation. 3 – MEDIUM Non-life threatening injury; high stress; loss/ damage to assets; some program delays; country reputation damage. 4 – HIGH Serious injury; and/or major loss or destruction of assets; and/or severe program disruption; and/or regional reputation damage. 5 – VERY HIGH Death or disability; and/or complete loss
  • f assets; and/or loss
  • f programs; and/or
global reputation damage. IMPACT

STANDARD OPERATING PROCEDURES

Car accident

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SLIDE 65 5 – VERY HIGH The threat is imminent or actively occurring. Staff exposed on a daily basis. Intent and capability exist to directly target DRC. LOW MEDIUM HIGH VERY HIGH UNACCEPTABLE 4 – HIGH Very high probability of
  • ccurring. Weekly exposure.
Intent and capability are evident to a significant extent for direct targeting. LOW MEDIUM HIGH HIGH VERY HIGH 3 – MEDIUM Elevated probability of an incident of occurring. Monthly exposure. Some indications VERY LOW LOW MEDIUM HIGH HIGH 2 – LOW There is more chance that it will not occur. Few indications of intent and/or capability exist for direct targeting. VERY LOW LOW LOW MEDIUM MEDIUM 1 – VERY LOW Unlikely to occur. No indications of intent and/or capability are evident. NEGLIGIBLE VERY LOW VERY LOW LOW LOW LIKELIHOOD 1 – VERY LOW No injuries; no loss or damage to assets; no delays to programs; and/or no damage to reputation. 2 – LOW Minor injuries; some loss or damage to assets; minor delays to programs; and/or field-level damage to reputation. 3 – MEDIUM Non-life threatening injury; high stress; loss/ damage to assets; some program delays; country reputation damage. 4 – HIGH Serious injury; and/or major loss or destruction of assets; and/or severe program disruption; and/or regional reputation damage. 5 – VERY HIGH Death or disability; and/or complete loss
  • f assets; and/or loss
  • f programs; and/or
global reputation damage. IMPACT

CONTINGENCY PLANS

Car accident

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PLAN

MOSS Contingency Plans SOPs Local Safety Rules

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PLAN

MOSS Contingency Plans SOPs Local Safety Rules Safety Improvement Plan

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ACT

Reports & advisories Quality assurance Incident response Crisis management

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CMP

Prepare Respond Recover

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  • 29. oktober 2018

”By failing to prepare, you’re preparing to fail” (Benjamin Franklin)

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  • 11. marts 2018

”SO WHAT’S THE WORST THAT CAN HAPPEN?”

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INCIDENT DEFINITION

An event or situation with the potential to cause:

  • Physical or emotional harm to people associated with the
  • rg/company
  • Loss of equipment and other resources
  • Disruption, suspension or closure of programme activities
  • Damage to reputation of the org/company
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CRITICAL INCIDENT DEFINITION

An event or situation with the potential to cause:

  • SERIOUS THREATS to physical or emotional harm to people

associated org/company

  • SERIOUS THREAT of loss of equipment and other resources
  • SIGNIFICANT disruption, suspension or closure of

programme activities

  • SEVERE damage to reputation of the org/company
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Types of Critical Incidents

Staff seriously injured and/or killed Threats to programme continuity Significant civil unrest/armed conflict Arrest, detention, abduction, kidnapping or hostage taking Credible threat of direct targeting Evacuation, relocation, hibernation Significant loss of assets Others?

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CRISIS MANAGEMENT TEAM (CMT)

The CMT manages a crisis situation at

regional/headquarters level.

It is activated when a critical incident or any other situation is determined to be a crisis by senior management.

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INCIDENT MANAGEMENT TEAM (IMT)

The IMT responds and manages critical incidents at the

Programme level to prevent (further) harm to staff

and/or loss of assets; and to ensure programme continuity. In a crisis, the IMT functions under the direction of the CMT.

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FUNCTIONS & RESPONSIBILITIES

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TEAM FUNCTIONS AND SUPPORT

CMT Family Liaison Outer circle Specialist Support C/IMT

TEAM FUNCTIO IONS and support

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SCENARIO 1

It is 10am and Mark, 52yrs old and one of your Project Managers, has not shown up at the

  • ffice

You’ve called him several times but there is no answer At the guest house, you find his door is locked Inside the room, you find Mark’s body. He appears to have died in his sleep. The only person listed

  • n his RED (Record of

Emergency Data) is his 78yr old mother You’ve arranged for the hospital to transport his body to the morgue, but there is no refrigeration

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DEATH/SERIOUS INJURY

Medical – official pronouncement of death Transport – morgue available? Storage – refrigeration available? Funeral arrangements – immediately? Family? Shipping – visas, other requirements? Family contact Communication - Internal/External Psycho-social support for colleagues

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It is 9pm. You receive a call from one of the field assistant’s at a remote

  • ffice. She tells you:

At 730pm, one of your vehicles struck a goat. The vehicle rolled when the driver over-corrected. 2 staff are seriously injured: the driver has a head and neck injury; the team leader has a fractured pelvis with suspected internal bleeding. The Project Officer has a broken arm but seems ok The staff have been taken to a local clinic but there is only a nurse on duty. The only doctor is away on leave. The field assistant is highly agitated and is not making much sense.

SCENARIO 2

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SERIOUS INJURY

Emergency first aid and stabilization Time – no medevac at night Location – how far to closest hospital? Medical insurance carrier – inform and get authority for medevac Medevac location – how will you transport? Medevac destination – visas? Passports? Family notification and liaison Reporting – CO to RO; RO to CPH Post-incident inquiry: driving at night? Speeding? Seatbelts?

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SCENARIO 3

It is 4pm. You receive a call from the Area Manager: The local authority has issued a demand for registration. This includes payment of $5,000 and 5% of all budgets for ‘administration and security costs’ They have given 1 week to comply Failure to pay will result in your agency being banned The next day, you hear that the staff of another agency working in your area has paid

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PROGRAMME CONTINUITY

Suspension/Closure? Relocation of programmes? Staff? Assets? Contracts, etc? Negotiations? Budget implications (programme, RO, HQ)? Communications /Statements

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Can I get sued?

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Evacuation Plans

Based on historic events And based in likely events MUST be contxtalised Rehearsed Who can activte an evacuation?

  • Pre-discussed scenarios that will trigger an evacuation
  • Discuss and prepare a triggers & events document
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Evacuation Plans cont. .

Who is included? Where to go? Who to inform?

  • Insurance, all staff, senior management, family, other orgs….

Process for re-entering

  • Senior (global) management decides
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More staff than seats in the vehicle(s)? Is your passport in the office and you’re on your way yo the airport?

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Security Management Plan

Implementable Contextualised Assessment information Security MANAGEMENT plan Standard Operating Procedures Contingency Plans

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Security Management Plan cont.

Crisis Management Team Hierarchy Training requirements Updated annually

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Training, g, briefs and other

Pre-arrival brief Local Safety Rules (destillation of SMP) Informed consent & Right to withdraw CMT training (global & local) In-country brief (24 hrs)

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Training, g, briefs and other cont. .

Induction Context specific (Fire, earthquake etc) Incident reporting Record of Emergency Data After Action Review

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